Stopping Training Dysfunction: Why Impact-Driven Learning Matters More Than Ever

When Stephanie Ketron, Vice President of Learning and Development at Westgate Resorts, talks about training, she doesn’t start with courses or completion rates. She starts with results.

In a recent Resort Trades Talk, Ketron described how learning and development has shifted—from “checking the box” to driving measurable business impact. She calls the old approach training dysfunction. For years, success was measured by volume: more courses, more content, more completions, plus the familiar post-training “smile sheets.” Activity looked like effectiveness—but often wasn’t.

From Events to Performance Levers

Ketron says training must become a performance lever—something leaders use to move real business metrics. The questions change: Did this improve the guest experience? Reduce escalations? Speed up onboarding? Change behavior? If not, the issue may not be training at all.

At Westgate, Ketron often plays what she calls a “forensic scientist,” digging into data when scores dip. Is the problem a tool, a process, a script, or truly a skill gap? Sometimes the fix is changing the process, not adding another course.

Reverse-Engineering Effective Training

Effective learning is reverse-engineered. Start with the business problem, not the content. Whether the goal is higher guest satisfaction, faster onboarding, or a stronger leadership bench, those outcomes should shape both the training and how success is measured.

Westgate’s training touches nearly every role, from front desk and housekeeping to engineering, contact centers, and corporate teams. The common thread is impact on the guest and owner experience.

Measurement is non-negotiable. Ketron’s team reviews data weekly, watching for trends. If front desk scores slip, they compare survey results, talk with operators, and review recent changes—like new scripts or procedures—to pinpoint what’s really happening.

Related: What We Learned at the 2026 WIN

Learning as a Strategic Partner

At Westgate, learning is treated as a strategic partner, not just an HR support function. Initiatives are tied to core priorities: guest experience, financial performance, and team member experience.

That same mindset shapes talent development and succession planning.

Intentional Development, Not Accidental Growth

“The secret is intentional development,” Ketron said. Talent grows when expectations are clear, feedback is consistent, and development is tied to real opportunities. Growth doesn’t always mean moving up; many employees want to grow sideways through stretch assignments.

Ketron credits her own progress to leaders who pushed her beyond her comfort zone. Succession planning, she adds, isn’t about replacing people—it’s about preparing them, so progression becomes a pathway, not a guessing game.

From Checklists to Change

The takeaway is simple: training only matters if it changes something that matters. Completion rates are easy to track. Behavior change and business impact are harder—but that’s what actually moves organizations forward.